The Sage handbook of workplace learning

Abstract

weaken the institution.The advice in these pages would be well taken by vice-chancellors and finance directors in England, just now.The additional material on managing the core business focuses on teaching and research, elements which were implicit in the first edition but made more transparent here and given greater centrality, albeit rather briefly.The role of QAA and the RAE/REF are highlighted but lest the reader fears a recommendation to embrace additional bureaucracy the author warns us in typical outspoken style that 'In too many university central offices there is a tendency to take on a jehadist [sic] view of QAA principles and seek to enforce them unquestionably on academic colleagues' (109).It is this continuous questioning of context, accompanied by guidance on how to achieve, maintain and enhance success that makes this book such a readable and convincing bible for university managers -indeed, for anyone who has an interest in the continued success of universities at a time when their very raison d'etre is coming under such sustained attack.

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